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Feedback received since Monday night's International Enterprise Forum indicates that it was tremendously valuable for the participants. The lessons of experience that were of greatest value will inevitably depend on the particular issues facing each firm, but our experienced guests, Filip Filipov of Skyscanner and Thor Sigfusson of Ocean Cluster offered the following tips on international venturing:

1. The world is not flat

Whether in the digital world of Skyscanner, or in other areas of software, how you develop your business will depend on the country you are in. Do not think that those types of difference have gone away. You may discover them only after you have become very committed in a new territory.

2. …but some areas are flatter than others

The institutions of business are pretty similar in most European Countries. They are different in North America, Eastern Europe, or China. This means that Europe is challenging North America as a good first international destination for British digital businesses.

3. Be ready to change your business model

The differences mean that a business model tailored for one country will not necessarily work in another, even in the digital space. Skyscanner have used a pretty similar business model throughout Europe, and in North America, but needed a totally different one in China, where expectations are different.

4. Start with places that you can understand easiest

International working is usually difficult and dangerous, because it is foreign. Start with somewhere that is not ‘too foreign’ to you. You will make mistakes, but you are more likely to be able to recover from them, and learn lessons from the experience that will help when you go further afield.

5. …then work outwards

Yes there might be opportunities globally, but take them one at a time, working outwards to the trickier destinations. That way you might live long enough to learn from the experience.

6. You will probably need local partners

You will nearly always need partners of one type or another. Partners should be able to tell you much of what you need to know, and with them, you can tailor your business model to the territory. The big decision is what role the partners will have with you and that depends on your business, theirs, and the territory you are in.

7. …but finding partners isn’t easy

Getting the right one can be tricky. You need to work out who might be useful, how to get to speak to them, and assure yourself that they can be trusted and relied on. Not easy, even for established businesses like Skyskanner. For new businesses, it’s really difficult.

8. Find and use introducers

Getting people to listen to your offer is especially difficult when you are new. All firms rely on introducers, not only at the early stages, but later as well. Introducers can help you to meet the people that you had spotted that you wanted to meet, and some that you hadn’t, who might be even more useful. That’s because introducers know their territory, even if they aren’t going to help you themselves.

9. …you only need to ask

Don’t fear asking; even the strongest businesses do it. Asking people who might know people in places that you want to go is the way that international venturing works. Make it easy for them and offer something, maybe a useful contact.

10. Local networks can help too

Your close friends are unlikely to help, but local established firms and business people can be really useful. Some were there on Monday night, and others knew useful local introducers. A local introducer has been the making of many successful British firms.

11. Have your pitch ready

Make it easy for people to help you. Skyscanner’s 20 to 30 second elevator pitch hasn’t changed since foundation and it explains what the business offers. Introducers will need to hear it to make connections, and then will use it when introducing you to the person you need.

12. Be ready to switch partners

It takes time to find out if a partner is going to deliver. Many technology firms have been killed by overseas distributors who talked the talk but didn’t walk the walk. Build in an exit clause, and develop relationships with other potential partners.

On the basis of the event's success, we will be offering our next International Enterprise Forum in the autumn. We will contact those on our mailing list nearer the time.